CORPORATE SERVICES

The strategic priorities that govern this area are mainly:

• SO1 To strengthen our business model through diversification of our examinations portfolio, segment profile and geographic markets, and
• SO2 To secure financial stability through sustainable revenue growth; increased efficiency and expense management
• The key functional areas are as follows:

Corporate Management

The implementation of the strategic plan is critical in order for the organisation to achieve its strategic goals. This area overseas the effective monitoring and reporting of this plan. Ensuring that the organisation operates within the Agreement Establishing the Council and updating governance documents as necessary especially as processes change with the introduction of more automated systems.  This is especially critical as the e-strategy is expected to be fully rolled out by 2020. In order for the plan to be effective, the relevant structures also need to be in place to ensure robust procurement policies, a safe environment, and labour stability.

Statutory and Legal Matters

Responding to legal matters and managing contracts are critical elements of this area. Standard contract templates have been developed for the regular activities and these will be reviewed as necessary. Legal and statutory matters are mainly handled internally by the relevant personnel, however matters that are more technical related to intellectual property, employment issues, complex staff matters, corporate matters and privileges and immunities are managed by external attorneys.

Financial Planning and Management

Financial stability has been identified as a critical area as outlined in the strategic plan. One of the keys ways identified to do this is through expense management and revenue growth. Developing new partnerships, obtaining grant funding and identifying additional consultancies and contracted exams are some areas to grow other revenues. Establishing connections outside of the region and offering products and services in new markets is also a critical strategy. Other possible sources of revenue have been identified which include conferences and seminars along with the sale of artwork and other students work.

The activities in this area need to be more aggressive and the approach in the future will be to utilize internal personnel as well as external consultants to identify and pursue opportunities.

Records and Archives Management

One of the major goals of the Records and Information Programme is to maximize efficiencies in the use of improved technologies; and reduce operational costs. Duplication of records across offices is one of the main reasons why department networks are running out of storage space. For example, incoming e-mails sent to two or more departments for attention then submitted to Records Units by several recipients for filing.

The organization is seeking to address the issue of duplication by upgrading its records management software for one where physical records are scanned upon receipt. The electronic system will index and route, action and store one version only. Cost savings seen in the reduction of paper records, physical file folders, and cabinet space to house these records. 

Cost saving are also expected with the management of unstructured data on department/individual network space. In an effort to manage the unstructured data, an initiative started with the two department in the first instance. Each department provided a listing of the folder structures and the Records Unit developed a plan to delete duplicates and synchronize folder structures across departments.